Solving for low performance is an ongoing challenge every leader faces. Team members with weak performance often prevent the team from reaching its desired goals and achieving what it is capable of. Good leaders keep a sharp eye on performance metrics, team conversations, and third-party feedback to ascertain if a problem exists.
“Simply setting short-term goals and milestones to confirm improvement without understanding the root issues underlying poor performance doesn’t get the job done. Good leaders spend the time to get to the bottom of performance issues and then decide the correct course of action to address them. “
Last year I went through something like this which no one listened to me. The outcome, still current, is that I no longer have any confidence in my supervisor and very little confidence in leadership. If it wasn’t for the insurance, I would have been left the organization. I’m still looking for a possible move even thought I currently love what I’m doing.
That’s a sad commentary, and I am sorry you are having this experience. I have been there myself, and it is hard to distinguish the feelings engendered by such leadership disconnection from the sensation of being gaslit. It’s confusing and maddening and counterproductive.
I definitely think it’s worth unpicking performance to determine whether it’s a capability issue or a conduct issue. What goes in to the PIP might be the same, but how you address it and the contribution the organisation needs to make in helping the individual move to a more successful place is dependent on really getting to the nub of the problem.
Spending too much time and effort on the bottom 20 percent of performers is a trap to avoid! Help them, of course. Fret over them, expend great time and resources on them, heavens no! Spend the most time and resources on the midrange performers. Help them achieve their upside maximum levels of achievement. It is from the mudrangers that your future top 20npercenters will rise. Identify the top 20 percent and give them positive feedback and coaching and get out of their way. The 80/20 rule always, over time, applies.
To be honest, next week, I will be doing this with one of my team members. My hope is it will aid me in growing upwards. Hopefully, help them see that I am learning too.
A lot of time, especially the more people one has under them; the less time that can literally be invested. This is a hard truth. We can recommend books and/or tactics, but many folks don't read anymore. Additionally, most people over thirty rarely change (in my experience).
The question I believe in asking ourselves is: "can we work with them AND get the results the organization demands?"
“Simply setting short-term goals and milestones to confirm improvement without understanding the root issues underlying poor performance doesn’t get the job done. Good leaders spend the time to get to the bottom of performance issues and then decide the correct course of action to address them. “
Last year I went through something like this which no one listened to me. The outcome, still current, is that I no longer have any confidence in my supervisor and very little confidence in leadership. If it wasn’t for the insurance, I would have been left the organization. I’m still looking for a possible move even thought I currently love what I’m doing.
That’s a sad commentary, and I am sorry you are having this experience. I have been there myself, and it is hard to distinguish the feelings engendered by such leadership disconnection from the sensation of being gaslit. It’s confusing and maddening and counterproductive.
Good morning,
Out of curiosity, what industry are you in? Is it frontline work?
Thanks for your time.
-Joe
I definitely think it’s worth unpicking performance to determine whether it’s a capability issue or a conduct issue. What goes in to the PIP might be the same, but how you address it and the contribution the organisation needs to make in helping the individual move to a more successful place is dependent on really getting to the nub of the problem.
Spending too much time and effort on the bottom 20 percent of performers is a trap to avoid! Help them, of course. Fret over them, expend great time and resources on them, heavens no! Spend the most time and resources on the midrange performers. Help them achieve their upside maximum levels of achievement. It is from the mudrangers that your future top 20npercenters will rise. Identify the top 20 percent and give them positive feedback and coaching and get out of their way. The 80/20 rule always, over time, applies.
Good morning,
You make solid points.
I was taught to use the 5 WHYS.
To be honest, next week, I will be doing this with one of my team members. My hope is it will aid me in growing upwards. Hopefully, help them see that I am learning too.
A lot of time, especially the more people one has under them; the less time that can literally be invested. This is a hard truth. We can recommend books and/or tactics, but many folks don't read anymore. Additionally, most people over thirty rarely change (in my experience).
The question I believe in asking ourselves is: "can we work with them AND get the results the organization demands?"
Keep it simple.
Thanks for your time.